Human Dimension of Enterprise Architecture
|
|
- Susan Freeman
- 5 years ago
- Views:
Transcription
1 IBIMA Publishing Journal of Eastern Europe Research in Business & Economics Vol (2013), Article ID , 8 pages DOI: Research Article Human Dimension of Enterprise Architecture Martin Hladik University of Economics, Prague, Czech Republic Correspondence should be addressed to: Martin Hladik; martin_hladik@yahoo.com Received 12 January 2013; Accepted 13 May 2013; Published 29 November 2013 Academic Editor: Daniela Popescul Copyright 2013 Martin Hladik. Distributed under Creative Commons CC-BY 3.0 Abstract Change has became an ordinary part of today s business world. However, organizations running transformation activities are often confronted by a lot of challenges. Studies of change or transformation execution show that per cent of intended changes were either not delivered on time, budget or of the required quality. These studies also state the likely causes of a such failure as: an insufficient understanding of the organization s current situation or the impacts of the change, the change team is lacking the necessary capabilities, and the change is not supported enough by the organization. In my recent research, I suggested utilizing the methods of Enterprise Architecture to improve the approach to change. On the basis of the subsequent study, I recommend focusing on the social and human factors of the change. By social and human factors, I mean the people engaged with or impacted by the change, their capabilities and behavior, their way of communication and culture. These are critical factors for a successful change. This paper offers a framework that enriches the standard approach of Enterprise Architecture by including social and human factors. Keywords: change management, social and human factors, organization culture, enterprise architecture. Introduction Change or transformation activities have found their way onto managers regular agendas. Change is driven by the globalization trend, the importance of ethical and social responsibility, the higher speed of responsiveness, the digital workspace and diversity (Daft, 2007). In some situations, these trends change the fundamentals of an industry, which dramatically influences organizations business models. This type of change is often called disruptive (Christensen, 2006). The discipline of Change Management or Change Leadership has been intensively developed through professional publications for several decades. These publications provide a lot of recommendations on successful change. For example, Kotter, 1996 emphasizes eight steps to drive change toward its goals starting with planning the activity (sense of urgency, teaming, vision and strategy developing), preparing the organization for change (communication of the change, empowering people) and capitalizing on success (quick wins, supporting another Cite this Article as: Martin Hladik (2013), "Human Dimension of Enterprise Architecture," Journal of Eastern Europe Research in Business & Economics, Vol (2013), Article ID , DOI:
2 Journal of Eastern Europe Research in Business & Economics 2 change, anchoring the change results in culture). Unfortunately, in spite of the recommendation on successful change, a range of change activities still fail. Many authors state that the failure rate is about 70 per cent (e. g., Kotter, 2008). IBM s comprehensive study on the success of change (IBM, 2008) reports a 59 per cent failure rate. They indicate the major causes consist of a combination of factors: an insufficient understanding of the organization s current landscape or the impacts of change on the organization, the change team lacks the necessary capabilities, or the change is not supported enough by the organization. In my previous research, I focused on the utilization of Enterprise Architecture, Organizational Complexity and the Resource-based View in the planning stage of a change (Hladik, 2012). This framework helps us to better understand the key drivers of the change and the major resources of the organization that can be impacted by the change. The framework enriches the change planning procedure and therefore it can prevent the potential troubles caused by the incomplete change method. Enterprise Architecture s purpose is to support change activities. It provides a procedure (also called process ) of how to manage a change from the planning stage to its execution (for example, Architecture Development Method or ADM by The Open Group, 2009), as well as an approach to understand, analyze and (re)design the organization s landscape (architecture layers). On basis of my observation, Enterprise Architecture s standard approach does not include the social and human aspects of the organization, which are critical in order for any change to succeed (Luecke, 2003). Regarding the social and human aspects, the question is: what exactly is important for a successful change? Organization theory (for example Daft, 2007) accentuates the significance of the organization culture that is defined as the underlying set of key values, beliefs, understandings, and norms shared by employees. Though it is often difficult to analyze and manage the organization's cultural elements, for example it helps to understand the organization s readiness for change or major influencing sources (that can support or defend against the change). I see this as an opportunity to better understand the organization in the planning stage of the change. The framework to support a successful change within an organization outlined in this paper is based on two Enterprise Architecture principles: the process of change planning and execution (for example ADM by The Open Group described above), and the layered view of the organization (e. g. business-, application-, technology architecture defined by Lankhorst, 2009). Business architecture describes business functions, services, processes and the other elements of a real organization. My contribution extends Enterprise Architecture to include the social and human view (as influencing sources), which should be understood and mapped into business architecture s standard views. The combination of these two methods will help to manage the change more effectively (i. e. utilize or engage the right people, properly address suitable messages, identify the humanrelated risks). The objective of this paper is to introduce this framework and list the reasons for its existence and further development. How Should Change Be Managed? Change Management is one of the major managerial theory topics and has been broadly studied, researched and documented. In this paper, Change Management is used in the context of whole organizational change. Kotter, 1996, distinguishes between Change Management and Change Leadership. Change Management is defined as the utilization of basic structures and tools to control any organizational change effort. On the other hand, he understands Change Leadership as the driving forces, visions and processes that fuel a large-scale
3 3 Journal of Eastern Europe Research in Business & Economics transformation. Based on my findings above, I consider both to be critical for a successful change. Therefore, in this paper the term Change Management will include all the important aspects of the change, including the social and human aspects. I analyzed Change Management resources to identify the key success factors, the recommended methods and the best practice, which should prevent a change from failing. For example, Kotter outlined the following eight critical success factors: establishing a sense of urgency, creating a guiding coalition, developing a vision and strategy, communicating the change vision, empowering employees for broad-based action, generating short-term wins, consolidating gains and producing more change, and anchoring new approaches in the culture. A similar view of the seven steps to a successful change was defined by Beer and Eisenstat (Luecke, 2003). Luecke summarized a number of books and articles about Change Management authored by Beer, Spector, Eisenstat, Nohria and Kotter. His expert recommendation depends on the type of change and can be focused on an economic matter (called Theory E ) or an organizational capabilities matter (called Theory O ). The whole recommendation is made up of six factors: goals, leadership, focus, process, a reward system and the use of consultants. Luecke emphasizes the importance of the social and human factors that are critical for any organizational change. He especially emphasizes a need to identify the resisters and utilize the change agents. The resisters are individuals or groups of individuals who refuse the change or are not able to adapt to the change. On the opposite side, the change agents support the change, are members of the organization (i. e. employees) and are recognized by the others as good leaders. In my observation, I identified three critical areas that are composed of the resources quoted above that should be addressed during the change, and will be used further in my work: - Understanding the Situation: understanding the current organization landscape, the change vision and goals, and the change impacts on the organization itself. - The Change Team: a skilled, experienced and equipped change team; by equipped I mean possessing all the necessary tools and methods required by the practice of Change Management. - Support from the Organization: including management's commitment to execute the change as well as the readiness of the organization to absorb the change. How Has Change Been Managed in Reality? Many Change Management resources mention that the organization absorbs changes with troubles, specifically with a change failure rate of about 70 per cent (Kotter, 2008). Even though it is debatable how much and what kind of change failure occurs more than another (for example, Hughes, 2011). IBM s Institute for Business Value conducted a comprehensive study on Change Management (IBM, 2008) providing reliable results. They surveyed 1,500 people representing various organizations around the globe. This study shows that 41 per cent of changes met their objectives and therefore, were marked as successful. Unfortunately, another 44 per cent did not meet either their time, budget or quality goals, and the last 15 per cent did not meet any goal or were stopped. It also confirms a significant gap between the most successful organizations (20 per cent failure rate) and the others. These organizations performed their change activities according to plan in 80 per cent of cases, which means they were twice as good as the rest. The top five barriers to change, as identified by respondents, were: changing mindsets and attitudes, the organization's culture, underestimated complexity, a shortage of resources, and a lack of commitment from senior management.
4 Journal of Eastern Europe Research in Business & Economics 4 The IBM study proposes four important areas of focus to succeed in change (called the change diamond ): real insights (realistic understanding of the change s challenges and complexities, followed by the actions associated with them), proven methods (the use of a systematic approach, focused on outcomes and aligned with formal project management methods), better skills (proper senior management support, dedicated change managers and an empowered change team), and a suitable investment (the allocation of a reasonable budget, an understanding of possible scenarios and their returns on the investment). Another interesting point of this study is related to the Change Management method. 87 per cent of respondents said that formal methods are needed, but only 24 per cent of them confirmed that they had used some formal methods in the change activity. This IBM study fully confirms the Change Management theory s recommendation described in the previous chapter. The study s change diamond encouragement also proves my three critical areas of successful change ( real insight as well as suitable investment are covered by understanding the landscape; solid methods are a part of the change team, and better skills are connected to both support by the organization and the change team). To conclude my study on Change Management resources, I can state that both Change Management theory and research on real organizational change confirm the same or similar causes of change failure as well as the same recommendations for their prevention. They prove that the social and human factors of the organization and change are really critical for change success. I believe it acts as a reasonable justification of the change management framework I am going to introduce in this paper. Enterprise Architecture s View on Change Management The nature of the Enterprise Architecture method is to support organizational change (for example, see the definition of the purpose of Enterprise Architecture by The Open Group, 2009). The process of Enterprise Architecture development starts with understanding an organization s strategy and strategic goals, as well as the organization s current landscape impacted by the strategy. Then based on the strategy, the target situation is designed and a road map of the change is defined. This is a suitable method how to manage the change. Unfortunately, Enterprise Architecture methods usually only address an organization itself without including the social and human dimension of the organization. They use a layered view of the organization, fragmented into business-, application- and technology- architecture (or layer). Both application and technology architectures are related to information technology systems. Business architecture describes business functions, services, processes and the other elements of a real organization (Lankhorst, 2009, or The Open Group, 2009). All these business architecture views practically exclude the social and human aspects of the organization. A similar situation exists with the Federal Enterprise Architecture framework (FEA) (US Federal Government Office, 2007) that is developed for the US administration s organizations. FEA provides more specific methods than TOGAF, especially in change planning and organization performance measurement. However, the social and human components of the organization are also missing. In order to fully comprehend the change management framework that I present in this paper, it is important to understand how Enterprise Architecture methods suggest addressing the business architecture layer that would be enriched by the social and human dimension. TOGAF recommends starting with a business footprint diagram describing the links between business goals, organizational units, business functions, and services. It suggests the usage of other modeling techniques as well. Lankhorst, 2009
5 5 Journal of Eastern Europe Research in Business & Economics presents the ArchiMate method introducing a two-way approach to modeling the business architecture: business structure concepts (i. e. a business actor, a role, collaboration, an object, etc.), and business behavior concepts (i. e. a business service, a process, a function, an interaction, etc.). The mapping between the social and human dimension and business architecture s standard views should be implemented on the levels of business goals, organizational units (or structure), and eventually business functions. I recommend mapping these elements with at least the readiness of the organization to change, the change s influencing sources, and the communication strategy. The Specific Characteristics of an Organization and Its Change It is always difficult or impossible to develop a method without a reasonable understanding of the subject which the method is focused on. Therefore, I studied the Organization Theory to better understand organizations, their types, structures, behaviour and other aspects. Daft, 2008 defines an organization as follows: organizations are social entities that are goal-directed, designed as deliberately structured and coordinated activity systems, and are linked to the external environment. Additionally, this definition is similar to System Theory s definitions of the organization (for example Jakson, 2003). Daft defines the structural and conceptual types of organization design dimensions. The conceptual dimensions include: formalization (how structured the organization is, managed by formal rules, etc.), specialization (from a division of labour point of view), the hierarchy of authority, centralization (where decisions are made in the hierarchy), professionalism, personnel ratios (for example, the ratio of indirect to direct labor employees). The contextual dimensions are: the size of the organization, technology, the environment, the organization s goals and strategy, and the organization s culture (see explanation above). Some of these dimensions are recognized by the Enterprise Architecture approach, the business architecture view (for example: goals and strategy, the size of the organization, technology, specifically the environment, and hierarchy-related dimensions). On the other hand, the social and human dimensions are not included (organization culture and the other conceptual dimensions, relevant from the organization s ability to change its point of view). Daft emphasizes five elements which are necessary for organizational change: ideas (the organization s internal ability to identify opportunities to change), need (the confirmation of an idea from a business perspective), adoption (mainly the support of the change), implementation (performing change activities), resources (people who are generating the ideas, supporting or performing the change). The Organization Theory (here represented by Daft, 2008) complements my idea on how to align standard Enterprise Architecture s techniques with the social and human aspects of the organization. The key contribution of Organization Theory is organization culture, which covers almost all the humanrelated recommendations by the Change Management theory and practice. The Change Management Framework Change management framework s foundation comes from the standard approaches of Enterprise Architecture, Enterprise Architecture s process (e. g. ADM by The Open Group) and the layered view of the organization. Enterprise Architecture s process supports the understanding of the organization s current landscape (baseline architecture) and the changed landscape in the future (target architecture). In case of a large change, it is recommended to progress in steps (or phases) that are defined by partially changed architectures (transition architecture). Baseline-, transition-, and
6 Journal of Eastern Europe Research in Business & Economics 6 target architecture all describe the organization by using a layered view: business-, application-, and technology architecture. For the purpose of this paper, it is important to focus on the business architecture that relates to the social and human dimension of the organization. The framework s foundation is illustrated in fig. 1, using TOGAF's specifics. It can be adapted to Enterprise Architecture methods specifics as well. Fig 1. Enterprise Architecture Process as the Foundation of the Change Management Framework (Source: Author) The important social and human aspects for successful change are identified based on the three critical areas specified above (understanding the organization, the change team, support from the organization), and organization theory (for example Daft, 2007). I suggest extending the business architecture view by focusing on the following social and human aspects (see fig. 2): - Influencing Sources: the identification of the resisters and supporters of the change; these can be people as well as the setting or culture of the organization. Between the human supporters, it is recommended to nominate the change agents (see definition above). - Readiness to Change: a systematic analysis of the organization s ability to adapt itself to the change; it includes both the human as well as the structural aspects of the organization (for example, the identification of critical human resources that can be affected by the change), and provides information for transformation planning. - Communication Strategy: the plan and governance of communicating the change inside and outside the organization. During change planning and defining business architecture according to Enterprise Architecture, these social and human aspects become a part of the analysis because of their interconnection. For example, changes in the organization's structure or a business function s sourcing are closely influenced by people. Therefore, analyzing such human aspects changes can prevent specific risks related to the influencing sources, help to design the right transformation plan, etc.
7 7 Journal of Eastern Europe Research in Business & Economics Fig 2. Identification of the Social and Human Aspects of Change Management Framework (Source: Author) Conclusion and Further Research Organizations have to adapt to survive in their markets due to trends influencing their business environment. Unfortunately, they face significant difficulties when approaching the changes, as 60 to 70 per cent of the change activities fail. On the other hand, the theory and practice of Change Management provides a thorough explanation of the troubles causes as well as recommendations for successful change. In my research, I focus on supporting change by utilizing Enterprise Architecture methods. Though these methods provide a reasonable approach to Change Management, I have found that there is a gap between these methods and the recommendations for successful change in the social and human dimension of the change. Therefore, I suggest an extension of Enterprise Architecture methods to include this dimension and incorporate it into the business architecture view. With this paper, I provide arguments explaining why social and human aspects are critical in the successful change of organizations, and introduce the utilization of these aspects in Enterprise Architecture methods as an extension of the business architecture. I believe this approach can help an organization to manage changes toward their strategic goals. In my future work, I will design a related extension of business architecture s modeling techniques and prove the whole framework through practical use. Acknowledgment This paper describes the outcome of research that has been accomplished as part of a research program funded by the Grant Agency of the Czech Republic (grant no. P ). References Christensen, C. M. (2006). "The Innovator s Dilemma," New York, Harper Collins Publishers, ISBN: Daft, R. L. (2007). "Organization Theory and Design," Mason, Thomson South- Western, ISBN:
8 Journal of Eastern Europe Research in Business & Economics 8 Dooley, K. (2002). "Organizational Complexity," In Warner, M. (ed), International Encyclopedia of Business and Management. London, Thomson Learning. Doz, Y. & Kosonen, M. (2011). "Fast Strategy. How Strategic Agility Will Help You Stay Ahead of the Game," Prague, Management Press, ISBN: Hladik, M. (2012). "Application of Enterprise Architecture Supported by Organization Complexity and Resourcebased View," Instanbul, 18 th IBIMA Conference, ISBN Hughes, M. (2011). "Do 70 Per Cent of all Organizational Change Initiatives Really Fail?," Journal of Change Management, ISSN: IBM Corporation (2008). "Making Change Work," [Online], [Retrieved September, 2011], ibm.com/services/us/gbs/bus/pdf/gb e03100-usen-03-making-change-work.pdf. Jakson, M. C. (2003). "Systems Thinking: Creative Holism for Managers," Chichester, John Wiley & Sons, ISBN: Hoogervorst, J. A. P. (2004). "Enterprise Architecture: Enabling Integration, Agility and Change," International Journal of Cooperative Information Systems (World Scientific), ISSN: Kaplan, R. S. & Norton, D. P. (2006). "Alignment: Using the Balanced Scorecard to Create Corporate Synergies," Prague, Management Press, ISBN: Kotter, J. P. (1996). "Leading Change," Boston, Harvard Business School Press, ISBN: Luecke, R. (2003). "Managing Change and Transition," Boston, Harvard Business School Press, ISBN: Ross, J. W., Weill, P. & Robertson, D. C. (2006). "Enterprise Architecture as Strategy," Boston, Harvard Business School Press, ISBN: Schwandt, A. (2009). "Measuring Organizational Complexity and its Impact on Organizational Performance - A Comprehensive Conceptual Model and Empirical Study," A Doctoral Thesis, Berlin. Steger, U., Wolfgang, A. & Maznevski, M. (2007). Managing Complexity in Global Organizations, Chichester, John Wiley & Sons, ISBN: The Open Group (2009). "TOGAF Version 9," [Online], [Retrieved September, 2011], ublications/mainpage.jsp, ISBN: US Federal Government Office (2007). "FEA Practice Guide Value to the Mission," [Online], [Retrieved September, 2011], /files/omb/assets/fea_docs/ FEA_Practice_Guidance_Nov_2007.pdf. Van den Berg, M. & van Steenbergen, M. (2006). "Building an Enterprise Architecture Practice," Dordrecht, Springer, ISBN: Winter, R. & Fischer, R. (2006). "Essential Layers, Artifacts, and Dependencies of Enterprise Architecture," The 10th IEEE International Enterprise Distributed Object Computing Conference, ISBN: , 2006, Hong Kong, China. Kotter, J. P. (2008). "A Sense of Urgency," Boston, Harvard Business School Press, ISBN: Lankhorst, M. (2009). "Enterprise Architecture at Work: Modelling, Communication and Analysis," Dordrecht, Springer, ISBN:
A book review: The Benefit of Innovation and how firms can learn from best practice
A book review: The Benefit of Innovation and how firms can learn from best practice E. Bäckman J. Ellmarker University of Halmstad, 2017-02-22 emmbac13@student.hh.se josell13@student.hh.se Abstract It
More informationEnterprise Architecture Management. Prof. Dr. Knut Hinkelmann MSc Business Information Systems
Literature This chapter is based on the following literature: F. Ahlemann et al. (eds.), Strategic Enterprise Architecture Management: Challenges, Best Practices, and Future Developments, Springer-Verlag
More informationChange Management. Objectives. 8 Steps of Change CHANGE MANAGEMENT: HOW TO ACHIEVE A CULTURE OF SAFETY. TeamSTEPPS 06.1 Change Management
CHANGE MANAGEMENT: HOW TO ACHIEVE A CULTURE OF SAFETY Objectives Identify and discuss the Eight Steps of Describe the actions required to set the stage for organizational change Identify ways to empower
More informationGlobal Knowledge Management. Frameworks and Strategies. Jan M. Pawlowski 2012/2013
Global Management Frameworks and Strategies Jan M. Pawlowski 2012/2013 Licensing: Creative Commons You are free: to Share to copy, distribute and transmit the work to Remix to adapt the work Under the
More informationThe Importance of Internal Company Communication
The Importance of Internal Company Communication Jana Holá Summary The article brings an overview of internal communication content. It clarifies the internal communication within the context of personal,
More informationAnnotated Case Study Report
Executive Summary Executive Summary The focal problem facing Company XYZ is that sales are declining and employee morale is low The contents of this report were carefully designed to address Company XYZ
More informationORGANIZATIONAL CHANGE MANAGEMENT CONCEPTS DEFINITIONS AND APPROACHES INVENTORY
Management Challenges in a Network Economy 17 19 May 2017 Lublin Poland Management, Knowledge and Learning International Conference 2017 Technology, Innovation and Industrial Management ORGANIZATIONAL
More informationJohn Kotter. Leading Change Heart of Change Our Iceberg Is Melting A Sense of Urgency. Slide 2
5 John Kotter Leading Change Heart of Change Our Iceberg Is Melting A Sense of Urgency Slide 2 Succeeding in a Changing World Did not try to change They tried and failed They tried and succeeded but did
More informationThe 10th INternational Conference on Software Process Improvement Research into Education and training, INSPIRE 2005, March 2005,
Key Performance Indicators for Quality Assurance in Higher Education the Case of the Department of Informatics at the Technological Educational Institute of Thessaloniki, Greece Kerstin V. Siakas, Aristea-Alexandra
More informationTOGAF usage in outsourcing of software development
Acta Informatica Pragensia 2(2), 2013, 68 76, ISSN 1805-4951 Section: Online: aip.vse.cz Peer-reviewed papers TOGAF usage in outsourcing of software development Aziz Ahmad Rais 1, Rudolf Pecinovsky 1 1
More informationAligning Strategic and Project Measurement Systems
Essay Often the technical and business sectors of IT organizations work in opposition, toward different goals and objectives. The authors propose a method that integrates strategic and project measurement
More informationDesign of an Integrated Model for Development of Business and Enterprise Systems
International Journal of Research Studies in Computer Science and Engineering (IJRSCSE) Volume 2, Issue 5, May 2015, PP 50-57 ISSN 2349-4840 (Print) & ISSN 2349-4859 (Online) www.arcjournals.org Design
More informationLeading Change: What the Experts Say
Leading Change: What the Experts Say Joseph J. Thomas Lakefield Family Foundation Distinguished Military Professor of Leadership (410) 293-6548, jjthomas@usna.edu Abstract The competencies of adaptability
More informationIn October 1997, the Trade Commissioner Service (TCS) Performance measurement in the Canadian Trade Commissioner Service THE MANAGER S CORNER
Performance measurement in the Canadian Trade Commissioner Service Pierre Sabourin Ten lessons to ponder before embarking on a performance measurement initiative to improve your way of working. In October
More informationChapter 3 Performance Management and Strategic Planning
Chapter 3 Performance Management and Strategic Planning Copyright 2013 Pearson Education, Inc. publishing as Prentice Hall 3-1 Overview Definition and Purposes of Strategic Planning Linking Performance
More informationT AP INTO THE POWER OF FOUR KEY F ACTORS TO DELIVER SUCCESS. IF YOUR COMPANY HAS SUCCESSFULLY IMPLE- MENTED A STRATEGIC PLAN, then you re definitely
Strategic Management T AP INTO THE POWER OF FOUR KEY F ACTORS TO DELIVER SUCCESS. B Y A NDREAS R APS implementing strategy IF YOUR COMPANY HAS SUCCESSFULLY IMPLE- MENTED A STRATEGIC PLAN, then you re definitely
More informationPassit4Sure.OG Questions. TOGAF 9 Combined Part 1 and Part 2
Passit4Sure.OG0-093.221Questions Number: OG0-093 Passing Score: 800 Time Limit: 120 min File Version: 7.1 TOGAF 9 Combined Part 1 and Part 2 One of the great thing about pass4sure is that is saves our
More informationAN INTRODUCTION TO. What it is and why it makes a difference in your organization
AN INTRODUCTION TO What it is and why it makes a difference in your organization TABLE OF CONTENTS Welcome 3 Why Change Management 4 What is Change Management 7 Change Management for Individuals 9 Change
More informationWHITE PAPER. The Business Architecture Practice. February Whynde Kuehn, S2E Consulting Inc., USA
WHITE PAPER February 2017 The Business Architecture Practice A practical approach to establish and mature your internal practice Whynde Kuehn, S2E Consulting Inc., USA Audience This white paper is designed
More informationCourse Coördinator: Menno de Lind van Wijngaarden; 2 nd floor Daltonlaan 400 Tel: Oktober 2016
MB-BUSSOC-14 2016-2017 Term B, D 5 EC Minor Globalizing Business Full time Lecturers: Menno de Lind van Wijngaarden, Gabi Spitz Course Coördinator: Menno de Lind van Wijngaarden; email menno.lind@hu.nl
More informationPerformance Management, Balanced Scorecards and Business Intelligence: Alignment for Business Results
Performance Management, Balanced Scorecards and Business Intelligence: Alignment for Business Results Introduction The concept of performance management 1 is not a new one, though modern management constructs
More informationTitle Change in Academic Libraries: as easy as 1, 2, ?
Title Change in Academic Libraries: as easy as 1, 2, 3... 8? Author(s) Sidorko, PE Citation The Academic Librarian: Dinosaur or Phoenix? Die or Fly in Library Change Management, Cho Yiu Conference Hall,
More informationRunning Head: CHANGE MANAGEMENT 1
Running Head: CHANGE MANAGEMENT 1 Change Management Plan for FedEx [Name of Writer] [Name of Institution] CHANGE MANAGEMENT 2 Change Management Plan for FedEx Introduction Change plays a significant role
More informationStrategic Organizational Change (38:533:685)
Strategic Organizational Change (38:533:685) Joe McCune, Ph.D. Spring, 2018 e-mail jmccune@smlr.rutgers.edu 848 445-1052 Course Overview Companies are increasingly confronted with changes in their environment
More informationEnterprise Architecture Management
Enterprise Architecture Management Knut Hinkelmann Enterprise Architecture is not about building models. It is about solving enterprise problems while iteratively building models John Zachman Enterprise
More informationLight My Fire: A Perspective on Strategic Talent Management
Management 2018, 8(1): 35-39 DOI: 10.5923/j.mm.20180801.06 Light My Fire: A Perspective on Strategic Talent Management M. Ikhwan Maulana Haeruddin Department of Management, Universitas Negeri Makassar,
More informationOrganizational Development & Performance
Organizational Development & Performance Copyright Fors Leadership Academy 1 Project Process Donor s Perspective Assess Baseline Data Sustain/Maintain Proposed Solution Clear Objective Audience Costs Metrics
More informationArchitecture Exception Governance
Architecture Exception Governance Ondruska Marek Abstract The article presents the whole model of IS/IT architecture governance. As first, the assumptions of presented model are set. As next, there is
More informationYour VISION is useless if it doesn t produce change
A Skills2Lead Special Report Your VISION is useless if it doesn t produce change How to realize the full potential of your Vision in four steps José Luis Romero Copyright 2009 by José Luis Romero. All
More informationIs your company fit for today s market?
Is your company fit for today s market? Success through Organisational Design 1 Webinar 1 of 3 April 26 th 2013 Anthony Shingleton, BSc PhD MBB European Director for Operational Strategy, Formulation &
More informationDeriving SOA Evaluation Metrics in an Enterprise Architecture Context
Deriving SOA Evaluation Metrics in an Enterprise Architecture Context Stephan Aier 1, Maximilian Ahrens 2, Matthias Stutz 1, and Udo Bub 2 1 University of St.Gallen, Switzerland {Stephan.Aier,Matthias.Stutz}@unisg.ch
More informationStep 2: Analyze Stakeholders/Drivers and Define the Target Business Strategy
Step 2: Analyze Stakeholders/Drivers and Define the Target Business Strategy Version 1.5, December 2006 1. Step Description and Purpose The step Analyze Stakeholders/Drivers and Define the Target Business
More informationEFFECTIVENESS FOR STRATEGIC. Robert W. Eichinger Kim E. Ruyle David O. Ulrich
FOR STRATEGIC EFFECTIVENESS ALIGNING PEOPLE AND OPERATIONAL PRACTICES TO STRATEGY F O R B U S I N E S S L E A D E R S A N D S E N I O R M A N A G E M E N T Robert W. Eichinger Kim E. Ruyle David O. Ulrich
More informationICT STRATEGY SUPPORT FOR BUSINESS DEVELOPMENT AND INNOVATION
ICT STRATEGY SUPPORT FOR BUSINESS DEVELOPMENT AND INNOVATION Lecturer, Ph.D. Nicoleta GUDĂNESCU Nicolae Titulescu University Ph.D. Student Adrian NICOLAU SC Avangarde Technologies Consulting Ph.D. Daniela
More information100% 90% 75% 50% 25% 10% Closing the Gap: Designing and Delivering a Strategy that Works. Appendix. Written by The Economist Intelligence Unit
10? 75% 9 5 25% 1 Appendix Written by The Economist Intelligence Unit Closing the Gap: Designing and Delivering a Strategy that Works Do you know what is the percentage of highly effective organizations
More informationHUMAN RESOURCES MANAGEMENT CONTRIBUTION TO ORGANIZATIONAL PERFORMANCE IN THE CONTEXT OF GLOBALIZATION
HUMAN RESOURCES MANAGEMENT CONTRIBUTION TO ORGANIZATIONAL PERFORMANCE IN THE CONTEXT OF GLOBALIZATION Luţ Dina Maria lecturer, PHD student Christian University Dimitrie Cantemir Faculty of Management in
More informationSurviving and Thriving in Times of Constant Change
Surviving and Thriving in Times of Constant Change Brought to you by the Schedule 2 Employers Group October 9, 2013 Workbook & Tools Table of Contents Taking Stock Circle of Influence Four Common Responses
More informationSEE Enterprise Design and Galbraith Organizational Design Comparison
SEE Enterprise Design and Galbraith Organizational Design Comparison The following outline broadly compares the organizational design elements between the SEE framework and Galbraith taxonomy. SEE Framework
More informationStrategy Execution. A Competency that Creates Competitive Advantage. Dr. David P. Norton, Founder and Director, Palladium Group, Inc.
A PALLADIUM GROUP WHITE PAPER Strategy Execution A Competency that Creates Competitive Advantage Dr. David P. Norton, Founder and Director, Palladium Group, Inc. Executing strategy! What could be more
More informationLeadership is a key enabler of change. THE THEORY AND PRACTICE OF CHANGE MANAGEMENT, 3 rd Edition, John Hayes, Palgrave
Leadership is a key enabler of change. THE THEORY AND PRACTICE OF CHANGE MANAGEMENT, 3 rd Edition, John Hayes, Palgrave 2010 1 There is marked difference in the orientation between management and leadership.
More informationInternational Journal of Management (IJM), ISSN (Print), ISSN (Online), Volume 2, Issue 2, May- July (2011), pp.
International Journal of Management (IJM) ISSN 0976 6502(Print), ISSN 0976 6510(Online) Volume IAEME, http://www.iaeme.com/ijm.html I J M I A E M E International Journal of Management (IJM), ISSN 0976
More informationCHANGE MANAGEMENT FOR ASSET MANAGERS: IS YOUR FIRM READY TO TAKE ON THE NEXT WAVE OF TRANSFORMATION?
CHANGE MANAGEMENT FOR ASSET MANAGERS: IS YOUR FIRM READY TO TAKE ON THE NEXT WAVE OF TRANSFORMATION? INSIGHTS FOR OPERATIONS LEADERS IN ASSET MANAGEMENT Emerging technology is giving the asset management
More informationEnterprise Architecture Dealing with Complexity and Change
member of Enterprise Architecture Dealing with Complexity and Change Introduction to Business-IT Alignment and Enterprise Architecture 1 Drivers for Change can be internal and external External Drivers
More informationGAMSO. Version 1.0: 1 March 2015
GAMSO Generic Activity Model for Statistical Organisations Version 1.0: 1 March 2015 About this document This document provides a description of the GAMSO and how it relates to other key standards for
More informationOrganization Change and Development
Appendix 4: LTU Course Syllabi Global Leadership Organization Change and Development Global Business Economics Managing a Global Workforce Global Strategic Management Independent Research Project THIS
More informationSHL Leadership Model Business Impact (Risk Factors) Paper
OPQ Leadership Report User Guide Supplement SHL Leadership Model Business Impact (Risk Factors) Paper Contents 1 Scope and risk factors... 2 2 The scope /extent of leadership impact... 2 3 Risk factors:
More informationA META-MODEL FOR THE SPATIAL CAPABILITY ARCHITECTURE
A META-MODEL FOR THE SPATIAL CAPABILITY ARCHITECTURE JOSEF MIKLOŠ Software AG Institute of Geoinformatics, VŠB - Technical University of Ostrava E-mail: josef.miklos@centrum.cz ABSTRACT It is observed
More informationChicagoland Learning Leaders' Copy
How the New Workplace Analytics Will Revitalize Your Organization 2012 Harvard Business School Publishing Corporation Adapted by permission of Harvard Business School Publishing Corporation ISBN: 978-1-4221-6639-0
More informationFACILITATING CHANGE SHRM ATLANTA WEBINAR
FACILITATING CHANGE SHRM ATLANTA WEBINAR STUART SMITH, SPHR, CMF The trouble with the future is that it usually arrives before we are ready for it Arnold H. Glaslow FACILITATING CHANGE OVERVIEW Getting
More informationFundamentals of Organizational Communication: Knowledge, Sensitivity, Skills, Values 9 th Edition
Fundamentals of Organizational Communication: Knowledge, Sensitivity, Skills, Values 9 th Edition Prepared by Pamela S. Shockley-Zalabak This multimedia product and its contents are protected under copyright
More informationCoachcraft-KTA Global Partners USA copyright 2016
The Need for Continuous Learning & Development We live in an uncertain world. Many realize this. VUCA environment is a permanent condition. Knowledge organizations operate in dynamic complexity and unpredictable
More informationDeveloping Management Competence for Higher Performance
Developing Management Competence for Higher Performance P R E S E N T E R : D R. P E T E R M E T O F E D A T E : A U G U S T 2 5 2 7, 2 0 1 4 L O C A T I O N : L O N G B E A C H, C A 9 0 8 3 1 Building
More informationCourse Coördinator: Robert de Bruijn, Room: Tel: June 2014
MB-MANCHAN-15 2014-2015 Term A, C 5 EC Minor Globalizing Business Full time Lecturers: Robert de Bruijn, Menno de Lind van Wijngaarden Course Coördinator: Robert de Bruijn, robert.debruijn@hu.nl Room:
More informationEnterprise Architecture as competitive advantage
Enterprise Architecture as competitive advantage Stuart Macgregor Johannesburg - March 2011 www.realirm.com TOGAF is a registered trademark of The Open Group. An expert is a person who has made all the
More informationThe importance of Balanced Scorecard in business operations
The importance of Balanced Scorecard in business operations Maida Djakovac Novi Pazar, Serbia maidadj86@yahoo.com Abstract The aim of this paper is that to explore the role and importance of applying strategic
More informationExpanding the Discipline of Enterprise Architecture Modeling to Business Intelligence with EA4BI
Expanding the Discipline of Enterprise Architecture Modeling to Business Intelligence with EA4BI Rudi Claes Inno.com Institute, Beerzel, Belgium Abstract. The current mainstream enterprise architecture
More informationThe Strategy Alignment Model: Defining Real Estate Strategies in the Context of Organizational Outcomes
The Strategy Alignment Model - Site Selection Magazine, January 2002 http://www.siteselection.com/issues/2002/jan/p46/ 1 of 4 3/14/2010 1:32 PM From Site Selection magazine, January 2002 M A N A G E M
More informationSupervisory Management N4
Supervisory Management N4 Lecturer s Guide ISBN: 978-1-4308-0619-6 Jowaheer Consulting and Technologies This Lecturer s Guide accompanies the following Student s Book: Title: Supervisory Management N4
More informationGame-changer: The Key to a Successful Business Transformation
White Paper Game-changer: The Key to a Successful Business Transformation Why do organizations transform to fit the new business landscape? When do they realize that they need to change? Is now the right
More informationThe Balanced Scorecard as a Basis for Strategic Company Management in the Context of the World Economy Transformation
Asian Social Science; Vol. 11, No. 3; 2015 ISSN 1911-2017 E-ISSN 1911-2025 Published by Canadian Center of Science and Education The Balanced Scorecard as a Basis for Strategic Company Management in the
More informationEvidence Management for the COBIT 5 Assessment Programme By Jorge E. Barrera N., CISA, CGEIT, CRISC, COBIT (F), ITIL V3F, PMP
Volume 3, July 2013 Come join the discussion! Jorge E. Barrera N. will respond to questions in the discussion area of the COBIT 5 Use It Effectively topic beginning 22 July 2013. Evidence Management for
More informationIntroduction to Strategic Management
Introduction to Strategic Management Session 10 Strategy implementation and organizational change Jens Schmidt I. Managing strategic change Do employees resist change? Motivating people: Stick or carrot?
More informationIntegrated Framework for Implementing Knowledge Management in Contemporary Organizations
Global Journal of Management and Business Studies. ISSN 2248-9878 Volume 3, Number 6 (2013), pp. 611-618 Research India Publications http://www.ripublication.com/gjmbs.htm Integrated Framework for Implementing
More informationGretchen Blake - LEAD 570 1
Gretchen Blake - LEAD 570 1 Analyzing Opportunities for Organizational Development Executive Summary Gretchen L. Blake LEAD 570 Leadership for the Future Dr. William McConkey Spring 2013 Gretchen Blake
More informationChapter 14: Organizational Change. Organizational Behaviour 5 th Canadian Edition. Langton / Robbins / Judge. Copyright 2010 Pearson Education Canada
Chapter 14: Organizational Change Organizational Behaviour 5 th Canadian Edition Langton / Robbins / Judge Copyright 2010 Pearson Education Canada 14-1 Organizational Change What are the forces for change?
More informationChapter 1 THE CONCEPT OF BUSINESS IN CONTEXT LEARNING OBJECTIVES At the end of this chapter you should be able to: Define and illustrate business as
Chapter 1 THE CONCEPT OF BUSINESS IN CONTEXT Define and illustrate business as a broadly-based and varied activity. Identify and illustrate the key activities of business and the relationships between
More informationCRITICAL SUCCESS FACTORS FOR PROJECT PERFORMANCE: A STUDY FROM FRONT-END ASSESSMENTS OF LARGE PUBLIC PROJECTS IN NORWAY
CRITICAL SUCCESS FACTORS FOR PROJECT PERFORMANCE: A STUDY FROM FRONT-END ASSESSMENTS OF LARGE PUBLIC PROJECTS IN NORWAY OLAV TORP, KJELL AUSTENG AND WUBISHET JEKALE MENGESHA (NORWEGIAN UNIVERSITY OF SCIENCE
More informationBuild a Change Management Office 9 Steps to Make Your Change Efforts Stick
Build a Change Management Office 9 Steps to Make Your Change Efforts Stick Ani O Leary, Hitachi Consulting May 15 18, 2016 Dallas, Texas, USA 1 Introduction Below is a scenario that may sound familiar.
More informationOperations Management Management > Operations Management
RESEARCH STARTERS ACADEMIC TOPIC OVERVIEWS Management > Table of Contents Abstract Keywords Overview Applications Terms & Concepts Bibliography Suggested Reading Abstract Operations management comprises
More informationDeveloping Corporate Culture
Unit 4: Developing Corporate Culture Unit code: QCF Level 7: L/602/2063 BTEC Professional Credit value: 5 Guided learning hours: 15 Unit aim This unit provides the learner with an understanding of the
More informationCORE COMPETENCIES. For all faculty and staff
SELF-AWARENESS & PROFESSIONALISM Being mindful of one s impact on others and managing thoughts, feelings and actions in an effective manner. INTEGRITY Conducting oneself and activities according to the
More informationObjective (c.f., p.58)
TOGAF 9.1 CIS 8090 Session #4 Chapter 6 Preliminary Phase Chapter 7 Phase 4 Architecture Vision Part III Chapter 18 Introduction to ADM Guidelines and Techniques Sources: 1. Primary Slide Deck By: Samuel
More informationArchitecture Approach in System Development
Architecture Approach in System Development Ladislav Burita, Karel Zeman University of Defence, CIS Department, Brno, Czech Republic ladislav.burita@unob.cz, karel.zeman@m-line.cz DOI: 10.20470/jsi.v8i1.286
More informationHow to Demystify BPM?
How to Demystify BPM? John Jeston and Johan Nelis Introduction Readers of BP Trends have been well informed about Business Process Management. From our own experience, we have noticed that a large majority
More informationRelevance of Kotter s Model for Change in Successfully Implementing Lean
Relevance of Kotter s Model for Change in Successfully Implementing Lean Shovan Mishra Department of Industrial and Systems Engineering, Auburn University Auburn, Alabama- 36849, USA shovan@auburn.edu
More informationTOP PERFORMERS: SECRETS OF THE MOST SUCCESSFUL COMPANIES
TOP PERFORMERS: SECRETS OF THE MOST SUCCESSFUL COMPANIES Most companies understand that improving their product line and service offering to attract new business will create a higher level of success.
More informationSAP s Digital Transformation to Run Simple
SAP s Digital Transformation to Run Simple Delivering the Best Digital Experience in the World* (* work in progress) Maggie Fox, SVP, SAP Global Marketing @maggiefox Agenda What is digital transformation?
More informationAlignment of Business and IT by Enterprise Architecture Management
member of Alignment of Business and IT by Enterprise Architecture Management Literature This chapter is based on the following literature: F. Ahlemann et al. (eds.), Strategic Enterprise Architecture Management:
More informationChapter 2 Lecture Notes Strategic Marketing Planning. Chapter 2: Strategic Marketing Planning
Chapter 2: I. Introduction A. Beyond the Pages 2.1 discusses several aspects of Ford s strategy to restructure its operating philosophy. B. Although the process of strategic marketing planning can be complex
More informationTo define the size and nature of the opportunity realisable by effecting: a) quantum change within the organisation;
The purpose of the Operational Due Diligence We firmly believe that packaged solutions, or predetermined outcomes, are an inadequate and inappropriate basis for a successful change process. In our experience,
More informationTransforming HR Systems and Mindsets at Lenovo
Transforming HR Systems and Mindsets at Lenovo At a Glance Challenge Integrate the HR operations of Lenovo China with those of the global Lenovo organization to improve operational excellence and prepare
More informationASTD s CHANGE. best on MANAGEMENT
ASTD s best on CHANGE MANAGEMENT Preface Introduction CONTENTS PART I: PLANNING FOR CHANGE Infoline, Implementing Culture Change, by Patricia Carr 10 Steps to Successful Change Management by George Vukotich
More informationRecently, a representative of a major automobile manufacturer
The Talent Imperative chapter ONE Recently, a representative of a major automobile manufacturer told us that he wanted to know what the best practices were for developing the leadership talent in his organization.
More informationModelling Languages Restrictions: A Comparative Study of ArchiMate and SOMF
Modelling Languages Restrictions: A Comparative Study of ArchiMate and SOMF João Gonçalves Henriques 1, Pedro Carmo Oliveira 2 and Miguel Mira da Silva 1 1 Instituto Superior Técnico, Portugal {joaoltghenriques,
More informationLeading in a Changing World
Leading in a Changing World Module 3 IBM Packaged Grant Leading in a Changing World This workshop is available in the following three modules Supporting Creative & Innovation Leaders The Innovation Process
More informationCHAPTER 4 PRODUCT DEVELOPMENT LIFE CYCLE
CHAPTER 4 PRODUCT DEVELOPMENT LIFE CYCLE 1 Learning Objectives Review the Systems Development Life Cycle (SDLC). Examine the problems and alternatives with SDLC. Know the key issues in ERP implementation
More informationTopic: Similarities and Differences between Leadership and Management. Similarities and Differences between Leadership and Management.
1 Paper information Topic: Similarities and Differences between Leadership and Management Paper Type: Assignment Word Count: (3000) Pages: 12 Referencing Style: Harvard Style Educational Level: Under Graduate
More informationLevers of Organizational Change
Levers of Organizational Change 2 The Impact of Performance Management and First-Line Leaders: On Culture and Organizational Change Overcoming the Barriers Organizations, regardless of institutional size
More informationAlignment IT to business using OODA loop
ISBN 978-972-669-929-6 Alignment IT to business using OODA loop António Gonçalves 1, Natália Serra 1, José Serra 2, Pedro Sousa 3 leonardo@est.ips.pt, nserra@est.ips.pt, jose.serra@olisipo.pt, pedro.sousa@dei.ist.utl.pt
More informationModeling ISO using Archimate
Modeling ISO 31000 using Archimate Abstract Organizations are subject to a set of internal and external factors that may have a negative effect on the achievement of their objectives. These uncertain effects
More informationInnovation and Technology Management
Innovation and Technology Management Joseph J. Simpson, The Boeing Company Abstract. A systematic approach to innovation and technology management is outlined in terms of a generic systems engineering
More informationBalanced Scorecard Behaviors
Balanced Scorecard Behaviors GETTING STARTED Dr. Robert Kaplan and Dr. David Norton developed the balanced scorecard as an approach to strategic management in the early 1990s. The difference between this
More informationAligning Business Architecture with Business Design
Aligning Business Architecture with Business Design Steve DuPont, Associate Technical Fellow Enterprise Architecture March 25, 2015 Copyright 2015 Boeing. All rights reserved. Global Boeing Customers and
More informationRemi Alapo. University of Phoenix, Phoenix, Arizona, USA
Management Studies, Mar.-Apr. 2018, Vol. 6, No. 2, 108-112 doi: 10.17265/2328-2185/2018.02.003 D DAVID PUBLISHING Influences of Contextual, Cultural Factors and Stakeholders on System Design and Management
More informationIntegrated Business Model
essentials Oliver D. Doleski Integrated Business Model Applying the St. Gallen Management Concept to Business Models Oliver D. Doleski Munich Germany ISSN 2197-6708 essentials ISBN 978-3-658-09697-7 DOI
More informationManagement Control Systems in Holistic Approach
Management Control Systems in Holistic Approach Thithit Atchattabhan, School of Management, Huazhong University of Science and Technology, Wuhan, China & Nishchapat Nittapaipapon School of Management,
More informationTrends and priorities in internal audit
Audit financiar, XIV, Nr. 9(141)/2016, 1003-1008 Trends and priorities in internal audit ISSN: 1583-5812; ISSN on-line: 1844-8801 Trends and priorities in internal audit Victoria STANCIU, Bucharest University
More informationQuality management principles
quality Quality management principles This document introduces seven quality management principles (QMPs). ISO 9000, ISO 9001 and related ISO quality management standards are based on these seven QMPs.
More informationTools for Performance Maximization and Understanding Change
Fellowship for Afghanistan Tools for Performance Maximization and Understanding Change October, 2012 UNITAR Hiroshima Shona Welsh, MCEd, CHRP Manager, Corporate Training and Continuing Education College
More information